HR Manager- Key responsibilities and qualities

Human Resource Manager is a mid-level position responsible for overseeing human resources activities and policies according to executive level direction. They supervise human resources staff as well as control compensation and benefits, employee relations, staffing, training, safety, labor relations, and employment records.

HR  Director is a top-level manager responsible for the administration of all human resource activities and policies. The director oversees compensation, benefits, staffing, affirmative action, employee relations, health and safety, and training and development functions. They also supervise professional human resources staff.

Human Resource Employment Manager directs the organization's recruitment, screening, interviewing, selection, and placement activities. They manage employment functions and staff members. In addition, they extend job offers and establish starting salaries, arrange advertising or employment agency services, and produce affirmative action or college recruiting programs.

The position of human resources manager ranks as the fourth best job in America, according to a recent list compiled by Money Magazine and The job rankings are based on salary and job prospects, as well as stress level, flexibility in work environment, creativity, and ease of entry and advancement in the field.

The criteria for hiring senior human resources executives include strong business acumen, proficiency in a variety of HR software applications and a track record of success, according to a recent article. The ability to measure and demonstrate returns on HR investments is key as well as experience with new services and technologies.

Human Resource  Labor Relations Manager directs the organization's labor relations agreement in accordance with executive level instruction and endorsement. They supervise labor relations support staff and serve as the management representative in labor negotiation, bargaining, or interpretive meetings.

HR Training and Development Manager is responsible for the organization's staff training requirements, programs, and career development needs. They supervise training staff, plan and administer training seminars, and manage conflict resolution, team building, and employee skill evaluations.

HR Generalist directs implementation of human resources policies, programs, and procedures. They advise management and employees on issues or problems relating to human resources. The HR Generalist is usually a senior position and works in all areas of human resources.

The historical rule of thumb for HR staffing requirements is one full-time professional HR person should be hired for every 100 employees. The actual ratio for a business can vary depending upon factors such as the degree of HR centralization, the geographic distribution of the employees served, the sophistication level of the employees, and the relative complexity of the organization.

Key responsibilities of HR Manager.

Human Resource  Manager is one of the most important key to open a lock hanging on the door of success in an organisation. If an Human Resource  Manager is efficient enough to handle and to take out best from his team members any oragnisation and can achieve more from his target goals. Human Resource manager plays an very important role in hierarchy, and also in between the higher management and low level employees. Stated below are major responsibilities of Human Resource Manager:-

HR Manager Responsibilities:

To maintain and develop Human Resource policies, ensuring compliance and to contribute the development of corporate Human Resource policies.
  • To develop the Human Resource team, to ensure the provision of a professional Human Resource service to the organization. Manage a team of staff. Responsible for mentoring, guiding and developing them as a second line to the current position.
  • To ensure timely recruitment of required level / quality of Management staff, other business lines staff, including non-billable staff with appropriate global approvals, in order to meet business needs, focusing on Employee Retention and key Employee Identification initiatives.
  • Provide active support in the selection of Recruitment agencies which meet the corporate standard. Ensure Corporate Branding in recruitment webs and advertisements.
  • Develop, refine and fine-tune effective methods or tools for selection / or provide
  • external consultants to ensure the right people with the desired level of competence are brought into the organization or are promoted.
  • Prepare information and input for the salary budgets. Ensure compliance to the approved salary budget; give focus on pay for performance and salary benchmarks where available. Ensure adherence to corporate guideline on salary adjustments and promotions. Coordinate increments and promotions of all staff.
  • To develop the HR business plan.
  • Ensure appropriate communication at all staff levels.
  • To maintain and develop leading edge HR systems and processes to address the effective management of people in relation to the following in order to maintain competitive advantage for:
  • To facilitate / support the development of the Team members
  • To facilitate development of staff with special focus on Line Management.
  • To recommend and ensure implementation of Strategic directions for people development within the organization.
  • Ensure a motivational climate in the organization, including adequate opportunities for career growth and development.
  • Administer all employee benefit programs with conjunction with the Finance and Administration department.
  • Provide counsel and assistance to employees at all levels in accordance with the company's policies and procedures as well as relevant legislation.
  • Co-ordinate the design, implementation and administration of human resource policies and activities to ensure the availability and effective utilization of human resources for meeting the company's objectives.
  • Counseling and Guidance cell - provide support to Managers in case of disciplinary issues.
  • above points are amongst the most important responsibilities which has to be taken care by an Human Resource manager. He cannot take any above stated responsibility for granted.
The Human Resources manager originates and leads Human Resources practices and objectives that will provide an employee-oriented; high performance culture [work environment that you supply for employees] that emphasizes empowerment, quality, productivity, and standards; goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources manager is responsible for the development of processes and metrics that support the achievement of the organization's business goals.

The Human Resources manager coordinates the implementation of people-related services, policies, and programs through Human Resources staff; reports to the CEO; and assists and advises company managers about Human Resources issues.

The Human Resource Clerk
provides clerical support to the human resources department. They Maintain files and records, process employment applications, gather and distribute employee information. Additionally, they update personnel records and assist employees with forms and procedures.

Facts [+]

HR directors in the U.S. earn the highest salaries in the world, according to a recent study by Mercer Human Resource Consulting. Mercer studied HR executive compensation levels in fourteen countries. HR executives in the U.S. had the highest base pay followed by Germany and the U.K. India registered the lowest base pay.

Primary Objectives of the Human Resources Manager:
  • Health and safety of the workforce.
  • Development of a superior workforce.
  • Development of the Human Resources department.
  • Development of an employee-oriented company culture that emphasizes quality, continuous improvement, key employee retention and development, and high performance.
  • Personal ongoing development.
Qualities of HR manager

1. Creativity Creativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process.

2. Structure The context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.

3. Intuition Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their deeper understanding. The stronger one's intuition, the stronger manager one will be.

4. Knowledge A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become *transparent, * focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.

5. Commitment A manager is committed to the success of the project and of all team members. She/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.

6. Being Human Employees value leaders who are human and who do not hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.

7. Versatility Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness ­ this openness allows the leader to quickly *change on a dime* when necessary. Flexibility and versatility are the pathways to speedy responsiveness.

8. Discipline/Focus Discipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.

Facts [+]
India ink: Tattoos in office
Shikha Mishra, 31, a human resource executive with a mobile phone company, has a phoenix inked on her right shoulder. It was after eight years of working that Mishra decided to get inked. While at work, the HR executive, who probably hands out dress codes to people on not to wear visible body art, decided to get her shoulder tattooed as it stays covered while at work. "It's a visibility issue. No one cares what you have on your body as long as it stays hidden," she says. Plus you look "professional".

Like most of the corporate dress codes - ties, formal pants, jackets - no tattoos at workplace is an unspoken rule. In other words, tattoos are not an issue in a corporate environment, provided they remain unseen. By and large, the consensus is tattoos and workplace don't mix. Maybe because they started as the bastion of the marginalised: gypsies, freak shows, criminals and the non-conformists. It's being the official expression of rebels and hippies that corporate world doesn't look kindly towards it.

The Unwritten Code
A study by job website CareerBuilders found that tattoos are looked as a sign of immaturity, bad judgement and bad taste by managers. Over 42% of managers polled said their opinion of someone would be lowered by that person's visible body art. Three out of four respondents believe that visible tattoos are unprofessional.

Globally, companies prefer written down codes dictating what is acceptable. Starbucks requires employees to cover all tattoos and remove certain piercings. Walt Disney World doesn't allow its employees to use bandages to cover their tattoos, but they can use opaque makeup. Wal-Mart specifies tattoos 'that are offensive or distractive are to be covered by clothing or other means.'

HR lags behind in addressing employee concerns: TimesJobs

There is nothing worse than having unhappy employees for any organisation. While there are many factors that can trigger employee dissatisfaction - a disconnect with HR is a critical one that must be addressed urgently.

Addressing people-related concerns as a key area where HR lags behind, considerably reveals a new study. The study by TimesJobs state that immediate attention is required in that area along with the improved time management in acting on employee concerns. The study states that while organisational structures and employee attitudes have undergone a paradigm shift, the HR function has been slow to adapt to this change.

"Most HR functions are still structured for an industrial economy rather than a people economy. For most businesses the biggest value lies in the people of the organisation rather than machines or patents. To deal with this new generation of employees, HR leaders need to make concerted efforts to improve their employee engagements, HRM practices, policies and procedures in order to bridge the perceptual gap revealed in this study." says Nilanjan Roy, head of strategy, Times Business Solutions.

Inaccessible HR
The majority of employees say they do not have good access to HR for advice and assistance. 60% employees say they face problems in finding and obtaining access to right person in HR department to get their problems addressed. In addition, 15% a further say that their problems are never resolved. In most cases, when there is a resolution, 45% employees state that it takes their HR over a month, 30% state it takes at least a week and only 10% state that it takes 2-3 days.

HR plagued by poor response time

The majority of employees (55%) blame the poor turn-around-time of HR on insufficient skills in the department. Employees say getting HR information is more difficult because of lack of sufficient skills of the HR staff. Another 45% blame it on the lack of enough HR staff and resources in the department. About 65% employees feel that their HR function can do better as they don't make sincere attempts to resolve their issues.

Poor People Orientation
While 65% employees rated their HR as 'Good' to 'Excellent' in handling process related issues - another problem is revealed in the poor handling of people-related matters by HR. Nearly 60% employees say their HR department fares poorly in acting on and managing people-related issues reported to them. However, while timeliness and approachability are the biggest concerns and aspects where employees think the HR department needs immediate attention. Nearly 30% employees rate the interactions with their HR department as good, 52% rate it as satisfactory and only 18% rate it as poor. HR is also highly rated in the area of recruitment and placement with 90% giving a good or excellent rating in sourcing, screening, recruiting candidates, induction of staff and payroll management.

The quality of HR services in their organisation is rated as poor by 55% employees, since 60% employees are not promptly informed about important changes in HR rules or policies, 70% are not satisfied with the rewards and recognition policy of their HR. Only 30% employees says they get the training necessary to do their job effectively and 40% would like to recommend their company to others basis the current HR policies while 60% will not recommend it.
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Managers spend about 40% of time resolving employee conflicts at work

With the work culture becoming complex and the idea of a open environment with less hierarchy catching up in most workplaces, managers no longer just manage and designate work, more often you seen them take on the role of someone who resolves conflicts on the office floor. As an indicative of counter productivity in workplaces, a recent survey by employee assessment and skill measurement company Mettl says that managers spend up to 40% of their time dealing with interpersonal problems stemming from poor behaviour and misunderstandings.

Senior HR executives spend up to 20% of their time in litigation activities, most of which relate to conflict in the workplace, the findings added.

Managers add that this leads to lower productivity and poor team performance and the activity can be minimised by assessment of dark traits of potential and current employees that lead to employee conflict and mapping employees to the appropriate teams and managers. Firms now step up to assess the employee’s traits before he/ she joins the team, in order to mitigate the issues and improve productivity.

“We spend 30-40% of our time in conflict management and this aspect can be minimised by planning and placing the right talents in the right team. There have also been conflicts between the project manager and the employees, when the latter find him bossy. Periodic tests must be conducted to assess dark traits, before the employee joins and when he transitions into the managerial role where people management roles come to play,” said Ankush Garg, associate manager, research, Netscribe, Gurgaon.
TNN| Apr 28, 2018,